Strategic Planning for Social Impact: From Linear Models to Adaptive, Participatory Practice

This article critically examines the limitations of traditional, linear strategic planning in non-profit organizations and introduces a shift toward adaptive, participatory practice. It argues that rigid, top-down models often fail in dynamic socio-economic contexts and that sustainable social impact requires a planning approach rooted in flexibility, inclusivity, and continuous learning. Drawing from real-world case studies, the paper proposes a framework where strategic plans are living, iterative documents co-created with stakeholders and regularly adjusted based on contextual changes and feedback loops.